Nuttawuth (Wuth) Muenjohn

The literature is relatively silent in addressing design leadership in small and medium-sized enterprises (SMEs) simultaneously in various industry workplaces across the globe. This comparative study draws on employees in SME leadership roles across three Western countries to investigate the relationships between design leadership, work values ethic, and workplace innovation. Based on a sample of 1,573 survey responses, the findings indicate that design leadership has a strong effect on workplace innovation, whereas work values ethic has a positive but insignificant effect on workplace innovation. In addition, a positive work ethic has a moderate effect on design leadership (f2 = +0.207) and a negative work ethic has a negative and insignificant effect on design leadership (f2 = -0.001). In summary, the findings indicate a positive association between work values ethic, design leadership, and workplace innovation in small and medium-sized enterprises across the three Western countries of Australia, the United Kingdom and the United States.

Innovation is growing in significance for business leaders, communities, governments, and nations due to its essential role in ensuring survival, competitiveness, growth, and marketplace dominance. Despite its growing prominence, innovation often falls short of delivering better efficiency and improved services. Therefore, this article aims to identify innovation in the public sector, and highlights the barriers to organizational innovation, leadership qualities, and organizational climates that foster innovation cultures. While interpretations of innovation vary, a recurring theme in the literature is that innovation primarily hinges on creativity (Houtgraaf, Kruyen & Van Thiel, 2023) and leadership, including competence rather than solely the effort and experimentation that creativity or invention demands (Chapman 2006). Given the ambiguity surrounding public sector innovation and the lack of managerial tools to navigate it, this article provides insights to understanding the dynamics of innovation in governmental settings.

Purpose
Professional turnover intention has emerged as a significant global concern in the nursing profession, which is characterized by high job demands and widespread burnout, necessitating targeted interventions through HRM systems. Drawing on the JD-R model and the COR theory, this study seeks to examine a caravan of organizational and personal resources that can mitigate the adverse effects of work intensification and burnout on nurses’ turnover intentions.

Design/methodology/approach
Two-wave dyadic matched data (N = 204) were collected from nurses in the United States. A moderated serial mediation model was developed and tested using SPSS and Amos 29.

Findings
The findings of this study demonstrate that leadership emotional support mitigates employee burnout, which subsequently reduces professional turnover intention through a serial mediation process involving perceived organizational support and enhanced adaptability to work stress among nurses. Additionally, the study examines the protective buffering role of professional identity in alleviating the impact of burnout on turnover intention. Furthermore, the research offers empirical support for the mediating role of burnout in the relationship between work intensification and professional turnover intention.

Originality/value
Theoretically, this study advances existing turnover literature by shifting the focus from organizational to professional turnover, providing a novel perspective on how professional identity and adaptability to work stress influence nurses’ decisions to remain in or leave the profession. By integrating the JD-R model and COR theory, the study highlights the synergistic interaction between personal and contextual resources in forming resource caravans that mitigate burnout and professional turnover.

Creative thinking is an essential competency for students of higher education. This study explores the relationships between personal characteristics, interpersonal relationships, and innovativeness in creative thinking among students at the Universiti Teknologi MARA, Melaka, Malaysia. Based on purposive sampling, the final data were drawn from 140 diploma and degree students enrolled in the Faculty of Business and Management. All three independent variables significantly predicted approximately 63.2% of the variation in creative thinking. However, personal characteristics and interpersonal relationships contribute considerably to creative thinking. The study emphasizes the importance of personal traits and behaviour in developing creativity among Malaysian undergraduates.

Purpose-This paper used Zikic's (2015) integrated framework for managing diversity to review the skilled migrant literature and explore reasons non-English-speaking background (NESB) skilled migrants (SMs) are disadvantaged in the host country recruitment market. This research examines organisations' role in attracting and facilitating the entry of NESB SMs to their organisations and embracing diversity and inclusion in the workplace. Design/methodology/approach-The authors conducted a systematic literature review following the integrated framework combining the intelligent career theory and the resource-based view. This framework allows the exploration of the challenges NESB SMs face with their career capital in the host country concerning the people management systems and processes organisations often use in recruitment. Findings-This review revealed multiple challenges NESB SMs face when negotiating their workplace transition in the host country destinations. The study shows that the underutilisation and underemployment among NESB SMs are partly caused by these SMs' foreign experiences but mainly by the host countries' "NESB SM-unfriendly" recruitment practices. It also uncovers gaps between macro, meso and micro levels in SM recruitment. Research limitations/implications-A limitation inherent in a systematic literature review is that the effectiveness of the search is contingent upon the quality of the search strings used. Second, the core themes in the synthesis were identified following Zikic's (2015) integrated framework and focused only on individual/micro factors of SMs and meso/organisational factors. Many other structural and contextual factors were not included in the review. This review is also limited to NESB SMs' recruitment. Nonetheless, this process helps us achieve the core aim set for this review, to explore the reasons behind the hardships NESB SMs face when searching for ways to enter the host professional job market and the role of organisations in attracting and facilitating NESB SMs' labour market entry. Originality/value-This research connected NESB SMs' micro-level difficulties to the meso layer of organisations' HRM policies. This review clarified the role of organisational strategic HRM in attracting and welcoming NESB SMs into their organisation before leveraging their career diversity. The findings from the review also assisted in extending Zikic's (2015) integrated framework.

Purpose
Drawing on job demands-resources theory, this paper aims to investigate the impact of workplace spirituality on mindfulness and the subsequent effects of mindfulness on open innovation mindset and job embeddedness. Additionally, it examines the mediating role of mindfulness between workplace spirituality and key outcomes, including open innovation mindset and job embeddedness. Lastly, the study investigates the moderating role of self-efficacy in the relationship between workplace spirituality and mindfulness.

Design/methodology/approach
The research utilized multiple sampling techniques to collect data from employees across numerous sectors. A total of 197 viable responses were collected. Partial least squares structural equation modeling (PLS-SEM) was used to test the proposed hypotheses.

Findings
The results indicate that workplace spirituality has a positive impact on mindfulness, which in turn increases employees’ job embeddedness and an open innovation mindset. Additionally, it was found that mindfulness mediates the relationship between workplace spirituality and both job embeddedness and open innovation mindset. Surprisingly and unexpectedly, the results indicate a negative moderating impact of self-efficacy between workplace spirituality and mindfulness.

Practical implications
Cultivating a sense of purpose and meaningful work, alongside mindfulness programs and recruitment practices focused on cultural fit, can enhance both employee retention and innovation.

Originality/value
Little to no research exists that clarifies how workplace spirituality impacts employees’ job embeddedness and an open innovation mindset. Notably, the mediating role of mindfulness remains unexplored. This study is among the first to explore the mediating role of mindfulness between workplace spirituality and outcomes such as job embeddedness and an open innovation mindset. Additionally, the moderating role of self-efficacy between workplace spirituality and mindfulness is almost absent in the existing literature. Lastly, the unexpected findings on the role of self-efficacy in this study open fresh avenues for future research.

Purpose
Promoting a safe workplace for everyone is a key tenet of Sustainable Development Goal 8 (SDG-8), which focuses on promoting inclusive and sustainable economic growth, employment and decent work for all. Therefore, this study explores how responsible leadership ensures a psychologically safe workplace for everyone, leveraging employee-oriented human resource management. Specifically, drawing on signalling theory, this study aims to examine the impact of responsible leadership on employee-oriented HRM and the subsequent effect of employee-oriented HRM on employees' psychological safety. Furthermore, it investigates the mediating role of employee-oriented HRM in the relationship between responsible leadership and psychological safety.

Design/methodology/approach
Data was collected from banking professionals through a survey questionnaire. A total of 270 samples were collected using both online and face-to-face data collection strategies. The data was analysed using the Partial Least Squares Structural Equation Modelling (PLS-SEM) approach.

Findings
The findings reveal that responsible leadership ensures employee-oriented HRM, which subsequently enhances employees' psychological safety. Further, the results suggest that employee-oriented HRM acts as a mediator between responsible leadership and psychological safety.

Originality/value
Past studies have often emphasized HRM practices as antecedents of various attitudes and behaviours. The present study offers a novel contribution by conceptualizing and empirically validating employee-oriented HRM as a mechanism that links responsible leadership and psychological safety. It stands as the first of its kind to establish this significant relationship, shedding new light on the dynamics between responsible leadership, HRM practices and employees' sense of psychological safety.

This study examines the effects of organizational financial capacity on sustainable procurement and the extent to which socially responsible human resource capability and sustainability leadership mediate this relationship. Data obtained from 322 organizations through quantitative surveys were analyzed using structural equation modeling. The results suggest the following: financial capacity has a significant positive effect on sustainable procurement; financial capacity has a significantly positive effect on socially responsible human resource capability; sustainability leadership and socially responsible human resource capability mediate the positive effect of financial capacity on sustainable procurement. The research contributes to the literature a perspective on the mechanisms through which organizational financial capacity influences sustainable procurement via socially responsible human resource capability and sustainability leadership. The insights provided will inform management decisions and actions regarding how organizational finance can be leveraged strategically to optimize sustainable corporate practices and outcomes.